As a manager for Cisco's corporate social responsibility programs, I focus on public-private partnerships that support an inclusive digital economy, specifically by applying technology to create positive, sustainable change in education and workforce development. At SB’17 Detroit, during a panel on “How to Use Technology and Creativity to Boost People Upward in a Rapidly Changing Job Market,” I shared insights into one of these programs, the Cisco Networking Academy, which is providing digital skills that boost people upward in today’s rapidly changing job market.
Automation, artificial intelligence, the growth of the informal economy and shifts away from command-and-control power cultures are all trends that are profoundly shaping the workplace. But what will the future workplace look like? Of course, the honest answer is that we don’t really know.
Ten years after the release of its first sustainability program Plan A, British retailer Marks & Spencer (M&S) has unveiled Plan A 2025, a new and improved sustainability strategy that builds on the company’s previous successes while addressing a communication gap that exists between the brand and consumers.
A resilient organization must operate in a way that ensures all associated entities survive and thrive.
In a healthy ecosystem, everyone has a niche and a role; feedback loops are short and constant, ensuring accountable and creative decision-making is happening at all levels. Functioning in this way not only strengthens internal functionality, but allows organizations to better nurture crucial outside partnerships.
So, what if an organization functioned like a climax ecosystem? Sharp feedback mechanisms, efficient supply chains, and self-organized teams create organizations that are always ready for the next big opportunity.
Climate change is the most important issue of our time and one that concerns people of all ages, genders, races and socio-economic backgrounds, yet the environmental movement continues to be dominated by an overwhelmingly narrow demographic says a new report.
According to a new study released by Frost & Sullivan and GlobeScan on behalf of CSR Europe, a lack of middle management engagement is creating obstacles for the achievement of the Sustainable Development Goals (SDGs).
We are killing our planet. Of course, it’s not quite that simple, but, as acclaimed writer Elizabeth Kolbert explains in her Pulitzer-Prize-winning book The Sixth Extinction, humans are to blame for the impending mass extinction that will spell the end of many of the world’s species. The Earth has seen five other mass extinctions over the last half-billion years; one of them was the asteroid that obliterated the dinosaurs. But this time, it’s not an asteroid — it’s us.
A few weeks ago, I had the opportunity to attend Imperative’s Purpose Leadership training. While there, I took the time to reflect – not only on my own journey as the leader of a purpose-driven agency, but on a common challenge that our clients often face when it comes to "purpose," which is:
Employee engagement is fading fast.
For decades, employee engagement has been the cornerstone of “doing good” as a company, but it’s in decline for the first time since 2012, according to a study by Aon Hewitt. Considering that a company’s human capital is arguably its most valuable asset, this is a disturbing trend.
Media giant Bloomberg has officially hopped aboard the sustainability wagon, adding a new section to its site dedicated to climate science and the future of energy. ClimateChanged.com will focus on the ways in which climate change affects financial markets.
“Climate change is fundamentally an economic story, it’s an economic problem,” Bloomberg’s sustainability editor Eric Roston told The Huffington Post. “It’s naturally a business story and it’s naturally a concern to rationally minded executives in any sized enterprise.”
This is the fourth in a series of articles examining the many facets of ‘sustainable leadership.’ Find links to the entire series below.
Our search for sustainable leadership has shown us how to create organizations that use change to become stronger by using values and purpose to facilitate the transitions that arise during change.
CVS Health announced this week it is harnessing the power of design to activate its purpose. The national drugstore chain is rolling out a new store renovation project that builds on its mission to help people on their path to better health.
When Etsy began the process of creating a new global headquarters in Brooklyn, NY, it saw an opportunity to drive change, to set a new standard for sustainable construction and design and to create a space that reflected its values, especially those related to community, craft, and sustainability.
This is the third in a series of articles examining the many facets of ‘sustainable leadership.’ Find links to the entire series below.
The first step in our search for sustainable leadership has shown how purpose and values can make us more able to handle change. Managed correctly, this generates a form of competitive advantage that grows stronger with each challenge we face, making other leadership models “obsolete.”
This article looks in more detail at how we can achieve this.
This is the second in a series of articles examining ‘sustainable leadership’ and what it entails. Find links to the full series below.
We start our search for sustainable leadership with a quote from Buckminster Fuller: “You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.”
This rule has applied to all successful innovations, from the bronze age that replaced the stone age, to the iron age, the industrial revolution, electricity and smartphones; these innovations succeeded because they made what existed before obsolete.
This is an excerpt of a chapter from the newly released book, 21st-Century Corporate Citizenship (Emerald Insight, 2017), by Dave Stangis, Chief Sustainability Officer and VP of Corporate Responsibility at Campbell Soup Company; and Katherine Valvoda Smith, executive director of the Center for Corporate Citizenship Carroll School of Management at Boston College.